Using the Plan-Do-Check-Act (PDCA) model that we discussed in Units I, II, and III, you will develop a safety and health implementation plan. The plan will be developed in phases in Units IV, V, and V

MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit I Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss safety management system guidelines and standards. 1.2 Ex plain the continuous improvement model incorporated into most safety management systems . 1.3 Argue the benefits of implementing a safety management system . 3. Compare safety management related standards. 3.1 Compare and contrast different safety management and occupational safety and health (OSH) guidelines. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 1 Chapter 3 OSHA safety and health program management guidelines Guidelines on occupational safety and health management systems, ILO -OSH 2001 Unit I Project 1.2 Unit Lesson Chapter 3 Unit I Project 1.3 Unit Lesson Unit I Project 3.1 Unit Lesson Chapter 3 OSHA safety and health program management guidelines Guidelines on occupational safety and health management systems, ILO -OSH 2001 Unit I Project Reading Assignment Chapter 1: Introduction Chapter 3: Safety Management Systems and Guidelines In order to access the following resource, click the link below. The following two article s are intended to provide further insight into safety management systems. The article s include some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment . Read pages 1 –18 only of the document below. UNIT I STUDY GUIDE Introduction to Safety Management Systems MOS 5525, Integrated Safety Management Systems 2 UNIT x STUDY GUIDE Title International Labour Office -Geneva. (2001). Guidelines on occupati onal safety and health management systems, ILO -OSH 2001. Retrieved from http://www.ilo.org/safework/info/standards -and - instruments/WCMS_107727/lang --en/index.htm (Click on the PDF link at the above URL to download the document, or copy and paste the following URL into a W eb browser: http://www.ilo.org/wcmsp5/groups/public/ --- ed_protect/ --- protrav/ --- safework/documents/normativeinstrument/wcms_107727.pd f to access the file.) Read pages 1 –22 only of the document below. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Unit Lesson Introduction For many organizations today, s afety management is a topic of significant concern . As a safety professional, you may one day be tasked with participating in the development and implementation of a safety management system. This course is designed to ensure that you are adequately prepared to successfully lead your organization’s efforts to effectively promote the health and safety of its employees. In this unit , we will discuss the systems -based approach for achieving and maintaining high standards of safety performanc e within an organization . A Systems Approach to Safety Management One of the integral areas of the management process of any organization is occupational safety. Safety management involves the application of principles and practices to work processes to help prevent accidents and injuries and to minimize other risk s. A sa fety management system is a core element of an organization that effectively promotes the health and safety of its employees. You may think your company has a safety management system simply because it has written safety programs. However, developing safet y programs is not the same as implementing a safety management system. Safety programs are often short -term and situation -specific. For example, a company may institute a lockout/tagout (LOTO) program to comply with the Occupational Safety and Health Admin istration’s (OSHA’s) requirement to protect employees from the accidental release of energy. If the company should later decide to use an outside contractor to repair and maintain its equipment, it is likely to discard the LOTO program. Safety programs ar e generally reactive and focus on only part of the overall organizational system. In contrast, safety management systems are proactive and predictive, and consider hazards and risks that affect the organization as a whole. Companies with a safety program m ay institute incentive programs or organize a safety committee to reduce their accident rate. However, a management systems approach to occupational safety and health requires organizations to move beyond focusing simply on accident investigations and regu latory compliance. The overall effectiveness of safety in an organization is determined by how well safety management is incorporated into the organization’s management system as a whole. Now that we have differentiated the development of safety programs from the implementation of a systems approach to safety, let us turn our focus to the safety management system. In Chapter 3 of the course textbook, the author describes a health and safety management system as “a formalized approach to health and safety m anagement through use of a framework that aids the identification, control, and mitigation of safety and health risks” (McKinnon, 2017, p. 19). A safety management system is one of the most effective ways to reduce hazards and injuries in the workplace. Sa fety management systems is an organized and structured means of ensuring that an organization is capable of achieving and maintaining high standards of safety performance. There is a common misconception in some companies that safety is the sole responsib ility of the safety department. Often, the safety department may be comprised of a sole individual who does not have a background or formal training in health and safety, and he or she may have other responsibilities within the company (e.g., human resourc es, quality, and manufacturing). So if safety is not the responsibility of the safety department, where should safety belong? S afety systems that originate in (and are maintained by ) the MOS 5525, Integrated Safety Management Systems 3 UNIT x STUDY GUIDE Title safety department will have little effect on the organization (McKinnon, 2017). The emphasis of a safety management system is on developing interrelated processes for managing occupational health and safety throughout all levels and functions of the organization. Everyone is accountable for all of their individual ma nagement system responsibilities, including those related to occupational health and safety. In a safety management system, safety becomes part of everyone’s job! The concept of systems management is often attributed to the work of W illiam Edwards Deming , who developed a model for the control and continual improvement of processes (W. Edwards Deming Institute, 2016) . The four -step management method is known as the Plan -Do -Check -Act (P DC A) cycle or Deming cycle (McKinnon, 2017) . The PDCA model involves proc ess planning (P), plan implementation (D), outcome evaluation (C) and improvement implementation (A). The four steps are continuously repeated as part of a never -ending cycle of continuous improvement. Most of the commonly used management system frameworks are based , to some degree , upon on the PDCA cycle and share some common elements , including 1) commitment from top management, 2) employee involvement and participation, 3) worksite evaluation and analysis, 4) education and awareness training, and 5) cont inuous process improvement and evaluation (McKinnon, 2017) . Many organizations use consensus standards as guidelines when developing their safety management protocols. Consensus standards, developed by various organizations such as the American National Standards Institute (ANSI), the International Labor Organization (ILO), and the International Organization for Standardization (IOS), provide a framework for the development, implementation, execution , and sustainment of safety management programs (A on , 201 6). The standards are generally based on expertise and best practice , and they represent what other companies in the industry have demonstrated to work. There are also guidelines available for use as a framework when developing a safety management program , including the one developed by the Department of Labor , OSHA , and the International Labor Organization (ILO). It should be noted there is a difference between standards and guidelines. Standards are requirements that identify the specific area that must be included within an organization’s written procedures. However, guidelines are used to serve as a framework and have no mandate. Even though OSHA is the agency that regulates safety and health in the workplace, the Occupational Safety and Health Manageme nt guidelines are not standards or regulations . They do not create any legal obligation for compliance , nor do they alter any existing requirements of the Occupational Safety and Health Act (OSHA, 2015). So exactly which standard should a company use when seeking to structure and implement a formal management system? It is a common misconception that in order to develop and integrate management systems, organizations must restructure their processes and practices around the requirements of the guidelines o r standards upon which the systems are based (Pardy & Andrews , 2010). However, there is no one -size -fits -all approach to safety management systems. The practical application for the specific environment must be considered. Rather than mandating standards that may not be applicable, organizations should instead conduct a gap analysis ( we will expound on gap analysis further in Unit II) of the existing practices and documents against the management system requirements to determine which system best fits the needs of the organization. Once a safety management system has been implemented , it is essential to determine whether the organization’s health and safety performance objectives are being achieved. Audits are a vital part of a management system , as they e nable the organization to assess the effectiveness of their safety management system. Safety audits are often conducted to comply with laws and other federal regulations (McKinnon, 2017) . Should a company wait until OSHA shows up to discover the lockout /tagout program that they have implemented is not effective? Alternatively, should they wait until an employee has suffered an amputation to find out machine guarding is missing from equipment? No! To ensure a workplace is a safe place to work, a proactive ap proach to hazard identification is critical. Safety management systems are not a station but a journey that is achieved by continuous improvements , which include audits, feedback , and support of the management from top to bottom for a specific but essentia l cause (McKinnon, 2017) . A safety management system must be audit -driven to identify deficiencies before accidents occur! Now that we have explained safety management systems, you may be wondering how an organization benefits from implementing a safety m anagement system. Workplace injuries, illnesses , and fatalities cost organizations billions of dollars per year. One of the most effective ways to reduce workplace injuries and eliminate hazards is by implementing a comprehensive, proactive approach to saf ety management. MOS 5525, Integrated Safety Management Systems 4 UNIT x STUDY GUIDE Title Organizations that implement safety management systems generally see a wealth of benefits , including those listed below:  decreases in the number of injuries and illness ;  decreases in the direct and indirect costs associated with injuries , including lower insurance rates and worker’s compensation costs ;  increase s in productivity and quality of products and/or services ;  increase s in worker s morale ; and  compliance with federal regulations and guidelines. Therefore, establishing safety manage ment systems to prevent injuries and illnesses in the workplace is not just the right thing to do, it is the smart thing to do. Safety pays! Summary In this unit lesson , we have established an understanding of the systems -based approach to safety management. We will move our focus to the implementation process. In our next unit, we will study the core elements of a safety management system. In Unit III, we will learn the role of management leadership and commitment in the safety management system. In Unit IV, we will explain the importance of employee involvement and training to the safety management system. In Unit V, we will learn to apply safety analysis through hazard analysis. In Units VI and VII , we will learn why hazard recognition, control , and prevention are the cornerstone of an effective safety management system. In our final unit (VIII) , we will learn to how to evaluate the effectiveness of safety management systems and integrate the safety management system into the overall organizationa l management system. We will have an opportunity to apply all of the concepts presented during the course in the discussion boards, unit assignments , and the course project in Unit VII . This should prove to be an interesting , and hopefully challenging , cou rse as the topic is very relevant and beneficial to you as a safety and health practitioner. References Aon Risk Solutions. (2016, May). ISO 45001 - Safety management system discussion . Retrieved from http://www.aon.com/attachments/risk -services/ISO45001 -SafeMgmtSystems -May2016 -Final.pdf McKinnon, R. C. (2017). Risk -based, management -led, audit -driven , safety management systems . Boca Raton, FL: CRC Press. Occupational Safety and Health Administration. (2015). OSHA safety and health program management guidelines . Retrieved from https://www.osha.gov/shpmguidelines/SHPM_guidelines.pdf Pardy, W ., & Andrews, T. (2010). Integrated management systems: Leading strategies and solutions . Plymouth, United Kingdo m: Government Institutes. W. Edwards Deming Institute. (2016). PDSA cycle. Retrieved from https://deming.org/explore/p -d-s-a Suggested Reading In order to access the following resource, click the link below. Th is article is suggested to further enhance the students’ understanding of safety management systems. The article includes some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment. Haight, J. M., Yorio, P., Rost, K. A., & W illmer, D. R. (201 4, May ). Safety management systems - Compar ing content and i mpact. Professional Safety . Retrieved from https://www.asse.org/assets /1/7/F1Haight_0514.pdf MOS 5525, Integrated Safety Management Systems 5 UNIT x STUDY GUIDE Title Used with permission from ASSE/Professional Safety. This article is intended to provide further insight into safety management systems. The article includes some of the best practices used in the field of safety and health and can be used as a reference when completing the unit assignment. Tactical Safety Network. (n.d.). Comparative analysis of safety management systems: Best practices in corporate health and safety . Retrieved from http://tacsafe.net/resources/SafetyManagement/ComparativeAnalysisSafetyManagementSystems.pdf Learning Activities (Nong raded) Nong raded learning activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. This video is recommended to further your understanding of safety management systems and help you understand the imp ortance of integrating safety into the overall organizational system. Quilley, A. (Producer). (2008). Integrated safety management system – Promo [Video file]. Retrieved from https://www.youtube .com/watch?v=7uXtT8sfPBw Click here for a PDF of the video transcript. Click here to review a slideshow presentation on OSHA’s safety and health program management guidelines for further enhancement of the unit lesson. (Click here for a PDF version of the presentation.)